In the last few months there has been a tremendous worldwide movement revealing the problem of sexual harassment in the workplace. The “Me too” movement was in the news, in social media, in newspapers,

Given the nature of coaching, and its close links and historical alignment to therapy, I can understand why the need for supervision became a hot topic. In the early days it was very simple just to build on the model,

Before becoming a coach and feeling the magic myself, I would never have called somebody in case of a problem. I would have kept thinking through the pros and cons of different ideas and evaluating them myself.

There really is no one way to do coaching because we each have our own unique ways of caring for, and paying attention to, the needs of our clients when we coach. However, when we talk about what attracts each of us to do coaching

“Dad, I want to be a coach like you. [Dad replies, with clenched fists and a strained expression] Oh, God! Please, get a real job.” Let’s imagine for a moment that your kid comes up to you with such an occurrence.

The books of personal development are numerous to know a great success. With Jean Monbourquette's « How to Discover Your Personal Mission: The Search for Meaning », I am lucky (as well as others) to find keys to answer the question of how to do find your own search for meaning? How to welcome one’s Mission?

My style of management and coaching can best be described as non-directive. Over time my roles have evolved to become more strategic than tactical, more management than operational. Partly it was about always seeking consensus – usually by asking questions – rather than telling somebody how something could be better. Partly it was also because I didn’t